BEER BLAST

THE INSIDE STORY OF THE BREWING INDUSTRY'S BIZARRE BATTLES FOR YOUR MONEY

An industry insider's account of how B-school grads with no brew experience became the nation's tastemakers. Van Munching, heir to the importing dynasty that introduced America to Heineken and Amstel Light, begins by tracing beer's somewhat grimy American genealogy. It was favored by the urban working class in 19th-century America, when breweries in New York, Milwaukee, and Chicago, among other cities, churned out a cheap, foamy drink deeply appreciated at the end of the day. From these lowly origins the powerful regional brands (like Coors in the west and Old Style in Chicago) emerged, produced by a handful of family owners. Nostalgic for those halcyon days, Van Munching views the 1970 Philip Morris purchase of Miller as the defining moment in American brewing history, when beer was transformed from an unassuming beverage to a relentlessly marketed commodity on which millions of ad dollars would be spent as a handful of companies fought to dominate the national market. He reveals the beer industry's failed attempts at marketing a nonalcoholic soda and the creation of malt liquor (beer with a higher alcohol content), heavily marketed in urban black neighborhoods. Van Munching has an easy manner and a sense of the hard reality of the business. He also has an ax to grind, bitterly resentful of the wave of MBAs who invaded his family's firm and eventually forced his resignation. While he's a little malicious, the details of recent Heineken ad campaigns are nicely absurd. Van Munching offers fascinating insight into what works and what doesn't work in the beer business; among other matters, he explains why Zima proved to be a costly flop and why the microbrew Sam Adams became an equally spectacular success. An appealing and often amusing history of a less-than-noble drink, written with style and a genuine appreciation for the good old days before Miller Time went global. (Author tour)

Pub Date: July 1, 1997

ISBN: 0-8129-6391-1

Page Count: 288

Publisher: Times/Henry Holt

Review Posted Online: May 20, 2010

Kirkus Reviews Issue: June 1, 1997

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Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our...

THINKING, FAST AND SLOW

A psychologist and Nobel Prize winner summarizes and synthesizes the recent decades of research on intuition and systematic thinking.

The author of several scholarly texts, Kahneman (Emeritus Psychology and Public Affairs/Princeton Univ.) now offers general readers not just the findings of psychological research but also a better understanding of how research questions arise and how scholars systematically frame and answer them. He begins with the distinction between System 1 and System 2 mental operations, the former referring to quick, automatic thought, the latter to more effortful, overt thinking. We rely heavily, writes, on System 1, resorting to the higher-energy System 2 only when we need or want to. Kahneman continually refers to System 2 as “lazy”: We don’t want to think rigorously about something. The author then explores the nuances of our two-system minds, showing how they perform in various situations. Psychological experiments have repeatedly revealed that our intuitions are generally wrong, that our assessments are based on biases and that our System 1 hates doubt and despises ambiguity. Kahneman largely avoids jargon; when he does use some (“heuristics,” for example), he argues that such terms really ought to join our everyday vocabulary. He reviews many fundamental concepts in psychology and statistics (regression to the mean, the narrative fallacy, the optimistic bias), showing how they relate to his overall concerns about how we think and why we make the decisions that we do. Some of the later chapters (dealing with risk-taking and statistics and probabilities) are denser than others (some readers may resent such demands on System 2!), but the passages that deal with the economic and political implications of the research are gripping.

Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our minds.

Pub Date: Nov. 1, 2011

ISBN: 978-0-374-27563-1

Page Count: 512

Publisher: Farrar, Straus and Giroux

Review Posted Online: Sept. 4, 2011

Kirkus Reviews Issue: Sept. 15, 2011

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A readable, persuasive argument that our ways of doing business will have to change if we are to prosper—or even survive.

REIMAGINING CAPITALISM IN A WORLD ON FIRE

A well-constructed critique of an economic system that, by the author’s account, is a driver of the world’s destruction.

Harvard Business School professor Henderson vigorously questions the bromide that “management’s only duty is to maximize shareholder value,” a notion advanced by Milton Friedman and accepted uncritically in business schools ever since. By that logic, writes the author, there is no reason why corporations should not fish out the oceans, raise drug prices, militate against public education (since it costs tax money), and otherwise behave ruinously and anti-socially. Many do, even though an alternative theory of business organization argues that corporations and society should enjoy a symbiotic relationship of mutual benefit, which includes corporate investment in what economists call public goods. Given that the history of humankind is “the story of our increasing ability to cooperate at larger and larger scales,” one would hope that in the face of environmental degradation and other threats, we might adopt the symbiotic model rather than the winner-take-all one. Problems abound, of course, including that of the “free rider,” the corporation that takes the benefits from collaborative agreements but does none of the work. Henderson examines case studies such as a large food company that emphasized environmentally responsible production and in turn built “purpose-led, sustainable living brands” and otherwise led the way in increasing shareholder value by reducing risk while building demand. The author argues that the “short-termism” that dominates corporate thinking needs to be adjusted to a longer view even though the larger problem might be better characterized as “failure of information.” Henderson closes with a set of prescriptions for bringing a more equitable economics to the personal level, one that, among other things, asks us to step outside routine—eat less meat, drive less—and become active in forcing corporations (and politicians) to be better citizens.

A readable, persuasive argument that our ways of doing business will have to change if we are to prosper—or even survive.

Pub Date: May 1, 2020

ISBN: 978-1-5417-3015-1

Page Count: 336

Publisher: PublicAffairs

Review Posted Online: Feb. 17, 2020

Kirkus Reviews Issue: March 15, 2020

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